This is a strategic plan with named compensation, customer data, and personnel decisions. Enter the access phrase shared with you.
The product is working. The motion is what needs work. Restructure, don't regrow.
The data tells two stories. The product story is excellent. The motion story is the constraint.
Currently signing ~$2.6M of new ARR per year (FY26 YTD run-rate). Commit at $14M = +41% YoY (KeyBanc 2024 SaaS Survey: median growth at $10-25M ARR is 50% YoY, top-quartile 80%). Stretch at $17M = +72% YoY, top-decile, requires Karl whales (AusPost + BHP) plus UK enterprise landing.
Chanel produces 42% of total ARR ($2.32M). Adam holds £7.0M of UK pipeline alone (A$13.4M, 52% of total open book) including UK Home Office (£3.4M / A$6.5M). The Head of Growth role hadn't produced a defined commercial strategy or outbound playbook; the 2 reps hired under it moved into vertical AE roles instead of outbound. Premium compensation on those hires distorted parity, forcing other rep bases up. Role being eliminated; functions distributed. Lachlan on PIP. Hardware refresh orders pay 5% commission for zero work.
Chanel + Adam strategic, Miles + Jess vertical-led, NFP AE replacement, plus Inside Sales + Sales Manager. Each motion has stages, KPIs, and structured handoffs. Customer Success owns expansion + renewal. AEs hunt. CSMs farm. The 42% concentration drops to 25% by Q4 FY27.
A well-funded competitor used to need 3-5 years to ship a credible Falcon, Phoenix, or Eagle equivalent. AI-accelerated development now closes that window to 12-18 months. The plan is built around what we defend with while the window is open.
Code generation, mechanical design, ML model training, integration patterns, all 3-5× faster than two years ago. A funded competitor can credibly reach product parity in 12-18 months, not 5 years. The product alone is no longer the moat.
Every multi-year contract signed in the next 18 months is revenue a competitor can't take. Every alarm, check-in, and incident generates data we can aggregate, learn from, and feed back to customers as insights. The data flywheel is the durable moat.
AI can copy our software. The product is replicable. Our defensible moats are the things AI can't generate on a laptop: the staffed monitoring centre, the physical hardware, and the data we're sitting on. Data is the play that builds the third moat over the next 18 months.
24/7 staffed ARC operation, human-in-the-loop incident response, regulated, integrated to the device fleet. A funded competitor can ship a Falcon clone in 12-18 months. They can't ship a monitoring centre in 12-18 months — that's people, accreditation, SLAs, and years of operational learning.
Falcon, Eagle, Phoenix, Tablet, Beacon. Industrial-grade physical devices designed, certified, supply-chained. Software competitors don't have hardware; hardware competitors don't have the SaaS and monitoring depth. The combined offer is the moat.
26,490 active licences generating safety data daily across 605 customer organisations. Aggregated, anonymised, fed back as benchmarks and insights (incident patterns, response times, near-miss trends). This is the moat we don't have yet. The FY27 product roadmap builds it: a competitor without our installed base can't catch this no matter how fast their AI ships software.
Multi-year multipliers (1.10×, 1.75×) push reps to sign 3-5 year contracts. Every 5-year deal closed in FY27 is 5 years of revenue defended. Goal: average contract length 2.1 years today → 3.4 years by FY28.
Sub-2% strategic-customer churn. Documented incident response, training, deployment expertise. Reputational moat that takes years to build but is bounded by what AI can replicate once a competitor scales.
AU state-by-state lone-worker safety legislation, UK HSE frameworks, NZ Health & Safety at Work Act. Regulatory navigation costs are real barriers for offshore competitors but not unbridgeable.
The model isn't experimental. It's the operating system of every SaaS that scaled from $5M to $30M+ ARR. We're adopting proven mechanics, not inventing.
Click any pillar to expand the detail.
The Head of Growth role didn't produce a defined commercial strategy or outbound program. The 2 reps hired under it for outbound work moved into vertical AE roles. Their premium pay distorted comp parity across the team. Role eliminated; functions distributed (sales discipline → Sales Manager; CS strategy → Emma; support → Pete). 3 exits total (Head of Growth, Mikayla, Fed conditional). Lachlan on PIP.
| Action | Owner | Timing |
|---|---|---|
| Peter (Head of Growth) exit during probation | CEO | Within 30 days |
| Lachlan on PIP (not exit) | CEO | 90-day PIP, decision Q4 2026 |
| Fed conditional exit (50% pipeline or out 1 July) | CEO | 1 July if not met |
| NFP AE replacement (only if Lachlan PIP fails) | CEO / recruiter | Q1 FY28 contingent |
| Inside Sales Specialist (junior, $75k base) | CEO | Within 30 days |
| Sales Manager search (target Aug 2026) | CEO + recruiter | Now |
| Customer Success variable comp restructure | CEO + Emma | Within 30 days |
Four tiers, four motions. 28% of customers (sub-5 licence) move to ecomm self-serve. Vertical AEs own T2 by industry. Strategic AEs own T3 + named accounts.
Source for all counts in this section: Wiise historical extract, 12 May 2026, Customers sheet. Active = Status="Active" AND Active Count > 0. Verified totals: 605 active customer organisations, 1,378 active contracts, 26,490 active licences (end users), 26,802 licences originally sold (Initial Count) — 312 degraded. Total customer database across all Wiise exports = 1,142; gap is historical/inactive records. UK customers sit in a separate Wiise entity (UK_C prefix) and are materially under-counted here.
| Dimension | Count | Source |
|---|---|---|
| Active customer organisations | 605 | Wiise Customers sheet, Status=Active + Active Count > 0, distinct customer No. |
| Active service contracts | 1,378 | Same filter, distinct Contract No. |
| Active licences (end users today) | 26,490 | Sum of Active Count across active contracts |
| Licences originally sold (Initial Count) | 26,802 | Sum of Initial Count across active contracts — 312 degraded |
| Total customers ever billed (4-yr window) | 1,142 | Union of customer IDs across historical, FY26, invoice-register exports |
| Region | Customers | Contracts | Active licences |
|---|---|---|---|
| Australia | 586 | 1,021 | 26,275 |
| New Zealand | 18 | 24 | 116 |
| UK (under-counted, separate Wiise entity) | 3 | 5 | 68 |
| US | 3 | 4 | 17 |
| Singapore | 1 | 1 | 5 |
| Guam | 1 | 1 | 9 |
| Total (visible in AU Wiise entity) | 605 | 1,378 | 26,490 |
| Licence type | Customers | Active licences | % of fleet |
|---|---|---|---|
| APP (mobile app on customer's device) | 255 | 15,164 | 57.2% |
| FALCON (hardware wearable) | 397 | 8,323 | 31.4% |
| EAGLE (hardware wearable, premium) | 66 | 1,066 | 4.0% |
| BEACON (fixed location device) | 11 | 541 | 2.0% |
| TABLET (security tablet) | 28 | 486 | 1.8% |
| Other (TRACK, BUTTON, GATEWAY, MONITORING, etc.) | ~31 | 910 | 3.4% |
| Total | 605 unique | 26,490 | 100% |
AE owns the customer for the first 24 months ("Land Window"), closes all expansion regardless of size. After month 24, CSM owns by default; AE re-enters only on uplift >$50k. Cleanest hunter-farmer split in industry.
| Period | Owner | Threshold |
|---|---|---|
| Month 0 (close) | AE | Y1 commission + multi-year multiplier |
| Months 1-24 (Land Window) | AE closes expansions | No $ threshold |
| Renewals during Land Window | CSM closes; AE re-enters only on uplift >$50k | $50k |
| Months 25+ | CSM closes; AE re-enters >$50k uplift | $50k |
Reps earn commission only on subscription ARR (HW = flat 5% on NEW subscription attachment only, refresh purchases pay zero). Multi-year multipliers up to 1.75×. Outbound paid at 1.5× inbound. 100% paid on customer Y1 payment. Strict clawback.
| Element | Rule |
|---|---|
| Y1 commission | 10% MM AE / 8% Strategic AE / 8% Inside Sales |
| Y2+ override | 0%, no lazy bank |
| Multi-year multipliers | 2yr 1.10× / 3yr 1.25× / 4yr 1.50× / 5yr 1.75× |
| Source-weighted | Outbound paid 1.5× inbound |
| Hardware | 5% only on NEW subscription attached; refresh = 0% |
| Multi-year payment | 100% on customer Y1 payment; no deferred bank |
| Clawback | 100% <90 days / 50% <180 / pro-rata 12 months |
| Tiered payout | 0-50% no comm / 80-100% full / >150% 1.5×, uncapped |
| CSM expansion | 4% renewal / 8% uplift / 12% M2M→annual / 5% finder's fee |
HubSpot as system of record. Stage definitions enforced. Mandatory fields per stage. Pipeline assignment automated. Renewal motion auto-triggers 90 days out. Source tagging mandatory. Stale deals auto-close at 90 days unresponsive.
| When | Meeting | Output |
|---|---|---|
| Tue 9am | Pipeline review | Forecast updated; deals progressed; stuck deals flagged |
| Tue 2pm | Outbound activity review | Activity floor adherence; new opps |
| Wed 10am | Customer Success stand-up | Account health; renewals at risk; expansion surfaced |
| Wed 2pm | Cross-function sync | Handoff quality; renewal coordination |
| Thu 10am | Marketing + sales alignment | Lead quality; channel ROI |
| Monthly | Forecast review with CFO | Forecast lock; pipeline coverage |
| Quarterly | Win/loss review | Why we won/lost; motion iteration |
Each backed by industry best-practice research and our actual data.
Recommendation: give Emma the opportunity to own Head of Success, reporting to CEO directly (peer to Sales Manager + Pete). She has the relationships and the existing book context. If she doesn't deliver against the FY27 retention + expansion KPIs by H1 review, hire a Success Manager above her. Pete is Support (technical/reactive) not commercial, so Success can't report there. New Sales Manager at $200k base owns Sales only at this scale, not Sales + Success. Consolidation under a CRO happens at $25M+ ARR (FY28).
| KPI | H1 threshold | Outcome if missed |
|---|---|---|
| Gross retention (T1 + T2 + T3 customers) | ≥92% | Hire Success Manager above Emma |
| Top-11 NRR (expansion to retain) | ≥115% | Same |
| Top-11 named secondary CSM assignment + first QBR done | By month 3 | Same |
| Expansion plays executed per CSM per month | ≥4 | Same |
When to revisit the org: when Sales Manager has 12+ months in seat AND the team is consistently shipping at $17M+ run-rate, consider hiring a CRO ($350-450k OTE) who owns both Sales and Success. Pete keeps Support reporting to CEO.
Three connected calls. (a) Book sizing per CSM: Emma 20-25 strategic, Dan/Carley 50-70 each, Dec hire 50-70, Emilia 30-50 UK. (b) Redundancy: Dan + Carley named as secondary CSM on top 11 strategic accounts. (c) Expansion: structured triggers + cadence replace today's reactive motion.
| CSM | Tier | Book size |
|---|---|---|
| Emma | T1 strategic (top 20-25) | 20-25 accounts |
| Dan, Carley | T2 mid-market | 50-70 each |
| Dec hire | T2 mid-market | 50-70 |
| Emilia (UK) | All UK accounts | 30-50 |
| Cadence | What CSM does |
|---|---|
| Daily | Check health scores, red flag triggers same-day outreach |
| Weekly | 1-2 expansion plays per CSM (Falcon upgrade, more licences, multi-site rollout) |
| Monthly | Top-of-book review: which accounts are 80%+ licence utilisation? |
| Quarterly (T2) | QBR with operational champion, explicit expansion ask |
| Quarterly (T3) | QBR with exec sponsor, bigger-vision conversations |
| T-9 months from renewal | Expansion sized and proposed (rolls into renewal as combined deal) |
| 80% licence utilisation | "Time to add capacity" outreach |
| New team / location mentioned in support | CSM notified within 24 hours |
| 6 months in | Next-best-product recommendation (Eagle add-on, Falcon upgrade from APP) |
| Support ticket volume spikes | Health check + retention-risk outreach |
| Any renewal point | Multi-year multipliers surfaced (1.10× / 1.25× / 1.50× / 1.75×) |
Both are vertical AEs on ramp (Health + Gov). Graduation = ≥80% of full quota for 2 consecutive months + activity floor adherence.
| Month | Miles (Gov) | Jess (Health) |
|---|---|---|
| 3 | ≥$50k Y1 ARR closed | ≥$50k Y1 ARR closed |
| 6 | ≥$200k Y1 ARR closed; 2x pipeline coverage | ≥$200k Y1 ARR closed; 2x pipeline coverage |
| 9 | ≥$300k Y1 ARR closed; 3x pipeline coverage | ≥$300k Y1 ARR closed; 3x pipeline coverage |
| 12 (graduation) | ≥80% of $700k full quota for 2 consecutive months | Same |
Below 50% of ramp quota at month 9 → PIP trigger. Above 80% for 2 months → graduate early.
Two linked calls. (a) Karl: Senior Strategic AE / Whale Hunter, 2-3 named whales at a time, no quota, no team management, reports to CEO. Comp: $100k token base salary (recognises the full-time effort, not pure equity) + shareholder equity. (b) Reseller channel: convert to referral-only, same commission rate as the sales team, no dedicated channel comp.
| Element | Detail |
|---|---|
| Title | Senior Strategic AE (or "Founder's AE") |
| Comp | $100k token base salary + shareholder equity (no commission) |
| Accounts | AusPost (confirmed in-flight), BHP (inbound), mining vertical lead |
| Vertical | Mining (expo booked, BHP reached out unprompted) |
| Quota | None, pure strategic |
| Reports to | CEO directly |
| Does NOT manage | Sales team, Channel, Resellers |
$150k contractor for 6-12 months. Without this role, the comp plan, pipeline ownership, and forecast all fail because nobody owns the system.
| Morning | Pipeline hygiene check, flag stale deals, missing mandatory fields, owner-less leads from last 24h |
| Mid-morning | Lead routing audit, did the auto-routing send each new lead to the right rep? Fix exceptions. |
| Mid-day | HubSpot/Wiise reconciliation, closed-won deals in HubSpot match contracts in Wiise? |
| Afternoon | Forecast aggregation, report building, dashboard refresh |
| Late afternoon | Tool admin, automation builds, ad-hoc rep requests |
| Mon | Pipeline summary email to leadership; auto-flag deals overdue stage progression |
| Tue | Support Sales Manager in pipeline review (provides data, takes actions) |
| Wed | CS reporting: NRR, retention, expansion attribution by CSM |
| Thu | Marketing alignment + channel ROI analysis (Google Ads spend vs paid wins) |
| Fri | Weekly KPI dashboard refresh; commission accruals updated |
Optimise first, then increase. Current spend $357k/yr produces 47 paid customers (CAC $7.6k), but conversion-value tracking is broken, so the bidding optimiser is flying blind. Fix tracking, then increase spend selectively.
| Phase | Action | Spend impact |
|---|---|---|
| Next 30 days | Fix Google Ads conversion value tracking (broken today). Re-baseline campaign performance with real ROAS data. | $0 incremental, gets the data right |
| Q1 FY27 (Jul-Sep 2026) | Increase AU spend 30% on high-intent terms (Government, Healthcare, NFP-specific keywords). Pause low-intent generic "lone worker" terms. | +$10-12k/mo (~$120-150k/yr) |
| Q2 FY27 (Oct-Dec 2026) | Launch UK paid spend (currently minimal). UK is highest-ARPU geo but underrepresented. | +$3-5k/mo trial, scale if ROAS >3× |
| Q3-Q4 FY27 | Scale on what's working; cut what's not. Aim for paid CAC <$10k. | Variable, driven by ROAS |
Without conversion-value tracking working, more spend just buys more low-intent clicks. Fix the data first, then scale on what's actually generating closed-won. Google Ads paid customers today have $3k avg deal (small), the spend lift needs to target higher-intent (Government tender keywords, Health-vertical procurement terms) where deal sizes are 10-30× larger.
Each quota grounded in SaaS-industry benchmarks against our actual historical performance. Tenured reps get a productivity uplift (existing rep, better engine around them = more output). New capacity (vertical AEs, inside sales) ramps to fill the gap between per-rep uplift and company target. Tiered by segment, because mature SaaS doesn't give everyone the same quota.
Smaller SaaS is expected to grow faster than larger SaaS. Common 30% YoY benchmark is for $25M+ ARR companies, not us.
| ARR band | Median YoY | Top quartile | Top decile |
|---|---|---|---|
| $1-5M | 60-75% | 100%+ | 150%+ |
| $5-15M (us, $9.89M) | 38-50% | 60-80% | 80-100% |
| $15-25M | 35-40% | 55-65% | 80%+ |
| $25-50M | 28-32% | 45-55% | 65%+ |
| $50M+ | 20-25% | 30-40% | 40-50%+ |
Our $14M commit = +41% YoY = median for our band. Not aspirational. Defensible against any external benchmark. $17M stretch = +72% YoY = top-decile, requires Karl whales (AusPost + BHP) plus UK enterprise landing.
Tenured rep quotas typically lift 10-15% YoY (median 12%). Logic: the rep is the same person but the engine around them improves — marketing produces more inbound, SDRs qualify better, the rep gets more seasoned, motion sharpens, comp tooling matures. Same hours, more output.
The 29-point gap between company-wide +41% YoY and per-rep +12% YoY is filled by new capacity, not by overloading existing reps. That's the discipline. Asking tenured reps to carry the entire growth on their backs is how good reps quit.
| Tier | Typical quota range | Typical OTE | Quota:OTE |
|---|---|---|---|
| Enterprise / Strategic AE | $1.5-3.0M ACV | $300-450k | 4-6× |
| Mid-market AE | $0.8-1.2M ACV | $180-260k | 4-5× |
| Vertical AE (regulated) | $0.7-1.0M ACV | $180-220k | 4-5× |
| SMB / Velocity AE | $0.3-0.6M ACV | $90-140k | 3-4× |
| Inside Sales / SDR-AE hybrid | $0.15-0.3M ACV | $80-110k | 2-3× |
Same quota across all reps is a sign of immature quota design. Mature SaaS tiers by segment, tenure, patch quality, and specialisation. What's universal: quota:OTE ratio (4-5×), attainment expectation (60-70%), accelerator design above 100%.
Tenured AEs (Chanel, Adam): 2-yr productivity baseline × 1.12 YoY uplift. Mid-market (Lachlan): below-standard 3.5× OTE during PIP. Vertical AEs (Jess, Miles): ramped quotas anchored to OTE × 3.7. Inside Sales + UK country-lead: tier-specific math. Karl: no quota (whale-hunter, equity + token base). Sanity-checked against pipeline ≥3× coverage.
Source data: Wiise sales register, FY25 (full year) + FY26 YTD (Jul 2025 - Apr 2026, 10 of 12 months). Run-rate = YTD × 12/10. Bradley Shallard left in FY25 — his name on the FY26 invoice register is a Wiise salesperson-code default, not active selling.
| Rep | Tier | FY25 TCV (actual) |
FY26 RR TCV (annualised) |
2-yr baseline | YoY uplift method | FY27 Quota |
|---|---|---|---|---|---|---|
| Chanel | Enterprise / Strategic | $2.04M | $2.13M | $2.09M | ×1.12 YoY (Bridge Group median productivity uplift) | $2.35M |
| Adam | Enterprise / UK | £790k (A$1.53M) | £1.30M (A$2.50M) | £1.05M (A$2.02M) | ×1.12 YoY (Bridge Group median productivity uplift) | £1.17M (A$2.25M) |
| Lachlan | Mid-market (PIP) | $4.10M Services Australia outlier |
$346k | $500k ex-outlier | Flat — OTE × 3.5 (below standard, reflects PIP risk) | $700k |
| Jessica | Vertical AE — Health (Feb 2026 start) |
— | — | n/a (ramped) | OTE × 3.7, ramped Q1 → Q4 | $700k |
| Miles | Vertical AE — Gov (Feb 2026 start) |
— | — | n/a (ramped) | OTE × 3.7, ramped Q1 → Q4 | $700k |
| Inside Sales | SMB / Velocity (junior) | — | — | n/a | OTE × 2.1 (SDR-style, sub-$20k ACV deals) | $200k |
| Emilia | UK Country Lead (sales + CS + support) |
— | — | n/a (multi-function) | Country-lead model, below 4-5× because role isn't pure-sales | £300k / A$580k |
| Karl | Strategic AE / Mining ($100k + equity) |
$2k | $0 | n/a (whale-hunter) | No quota — AusPost + BHP/mining = upside swing | No quota |
| Quota carriers + ISR + UK | $7.67M | $4.98M | — | — | $7.50M | |
Why we lifted Chanel + Adam above their 2-yr baselines: The new sales plan ships structural changes that make tenured reps more productive — Inside Sales below them filters inbound, RevOps auto-routing removes admin/mis-attributed deals from their plates, top-11 secondary CSM assignment shares the servicing load, multi-year multipliers (1.10×–1.75×) drive bigger TCV per deal. SaaS YoY productivity uplift on tenured reps is 10-15% (Bridge Group 2024 median 12%). We applied 1.12× — earned by the engine changes, not arbitrary.
Notes on outliers: Lachlan's FY25 $4.10M is the Services Australia deal — landed with material help from Tom and Trav, paid out $300k commission, and he hasn't repeated since. Removing it gives a $500k ex-outlier baseline, which is what the PIP framework is built around. Adam's FY26 run-rate is inflated by a single $2M deal that booked Oct 2025; the 2-yr blended baseline at $2.02M is more representative.
| Rep | FY27 Quota (TCV) | OTE | Quota:OTE ratio | Anchoring method |
|---|---|---|---|---|
| Chanel Kaczmarek Enterprise / Strategic AE |
$2.35M | $280k (uplift to $450k recommended) | 8.4× (current) / 5.2× (post-uplift) | 2-yr baseline ($2.09M) × 1.12 YoY uplift (Bridge Group median) |
| Adam Gergis Enterprise / UK AE (Head of UK) |
£1.17M (A$2.25M) | A$280k (uplift to A$450k recommended) | 8.0× (current) / 5.0× (post-uplift) | 2-yr baseline £1.05M × 1.12 YoY uplift (Bridge Group median) |
| Lachlan Papley Tenured AE — on PIP |
$700k replacement Q1 FY28 if PIP fails |
$200k | 3.5× | OTE × 3.5 (below SaaS-standard 4-5×, reflects PIP risk) |
| Jessica Lithoxoidis Vertical AE — Health (in ramp) |
$700k ramped Q1 → Q4 |
$190k | 3.7× | OTE × 3.7 (ramped year, full ratio Y3) |
| Miles Jones Vertical AE — Gov (in ramp) |
$700k ramped Q1 → Q4 |
$190k | 3.7× | OTE × 3.7 (ramped year, full ratio Y3) |
| Inside Sales Specialist New hire (junior) |
$200k | $95k | 2.1× | SDR-style: small-deal close + AE assist |
| Emilia (UK) All-functions UK lead |
£300k / A$580k | £90k / A$175k | 3.3× | Below standard (multi-function role: sales + CS + support) |
| Karl Pagin Strategic AE — $100k + equity |
No quota 2-3 named whales = upside |
Equity only | n/a | Whale-hunter (no productivity baseline applies) |
| Quota carriers + ISR + UK | $7.50M | $1.42M (current) / $1.76M (post-uplift) | 5.3× (current) / 4.3× (post-uplift) | Within SaaS 4-5× band post-OTE-uplift |
Coverage = open pipeline ÷ FY27 quota. SaaS rule: 3× is healthy, below 2× is a flag, below 1× is a crisis. Sanity check that the quota is supported by what's actually in the funnel.
| Rep | Open pipeline | FY27 quota | Coverage | Top deals in pipe |
|---|---|---|---|---|
| Adam | £7.0M (A$13.45M) | £1.17M | 6.0× | UK Home Office £3.4M, ASDA £1.14M, OCS Morrisons £2.0M, Flintshire £347k (Suffolk £1.04M lost 14 May) |
| Chanel | $3.33M | $2.35M | 1.4× | Mix of existing-customer expansion + new-logo enterprise. Below 2× = Q1 pipe-build priority. |
| Jessica (Health) | $2.19M | $700k | 3.1× | 86 deals, mostly small-mid; needs 1-2 enterprise lands |
| Miles (Gov) | $812k | $700k | 1.2× | 90 deals, mostly small Gov procurement; pipeline-build gating |
| Lachlan | $343k | $700k | 0.5× | PIP justification — below crisis floor |
| Karl | $681k (no AusPost yet) | No quota | — | AusPost not in HS; 6 small deals mis-tagged |
| Fed (in exit window) | $3.75M | $0 (exiting) | — | Reattribute on exit |
| Peter (in exit window) | $1.19M | $0 (exiting) | — | Reattribute on exit |
| Component | FY27 contribution | Source |
|---|---|---|
| Retained ARR base (start FY27) | $9.0M | FY26 exit ARR × 92% gross retention |
| Expansion (CS-driven, not sales-quota) | $1.2M | Top-11 expansion plays + multi-year multipliers |
| New-business 1st-year ARR $7.50M TCV × 40% (Y1 of multi-year mix) × 70% attainment (above Bridge Group's 53% median, earned by focused team + sharper motion) | $2.1M | Quota × Y1 mix × expected attainment |
| Adam UK pipeline overshoot (one of OCS / ASDA / Flintshire above quota) | £260k / A$500k | Adam's 6.0× coverage (£7.0M open) means modest above-quota landings are likely |
| Karl whales (upside swing, not in commit) | $0.8-1.5M | AusPost confirmed + BHP/mining = stretch lever |
| FY27 commit ARR | $14M | $9.0 + $1.2 + $2.1 + $0.5 = $12.8M base + $1.2M Karl upside buffer |
| FY27 stretch ARR (top-decile case) | $17M | If Karl lands AusPost + BHP/mining AND UK enterprise (OCS + ASDA) closes in-window. +72% YoY — defensible against KeyBanc top-decile SaaS. |
| Benchmark | SaaS standard | Duress FY27 plan | Status |
|---|---|---|---|
| Company-wide YoY growth at our ARR band | $5-15M ARR: median +38-50%, top-quartile +60-80% | +41% YoY ($14M commit), +72% YoY ($17M stretch) | Median commit, top-decile stretch |
| Per-rep YoY productivity uplift (tenured) | +10-15% (Bridge Group median 12%) | Chanel + Adam each at +1.12× on 2-yr baseline | Inline |
| Quota : OTE ratio (Enterprise AE) | 4-6× | 8.0-8.4× current → 5.0-5.2× post-uplift | Needs OTE uplift to $450k |
| Median AE quota at our scale | $1.0M ACV (Bridge Group 2024) | Enterprise tier (Chanel/Adam) $2.25-2.35M TCV / ~$900k ACV equiv | Inline |
| Pipeline coverage | 3× minimum | 2.8× blended (Adam 6.0×, Chanel 1.4×, Jess 3.1×, Miles 1.2×, Lachlan 0.5×) | Mixed — Adam strong, Chanel + Miles + Lachlan need Q1 pipe-build |
| Expected attainment | 53% median (Bridge), 60-70% well-run | Plan assumes 70% | Within band |
| Quota tiering (same vs different per rep) | Mature SaaS = tiered by segment/tenure | 5 tiers used: Enterprise, Mid-market, Vertical, Velocity, Country Lead | Mature design |
| Sales-team headcount per $ARR | 1 quota carrier per $1-2M ARR (mid-market) | 5 quota carriers for $14M = $2.8M ARR/rep | Under-resourced — supports stretch into FY28 hiring |
FY26 ends 30 June 2026. Two months left. Per-rep close-out targets to keep FY27 momentum:
| Rep | FY26 YTD TCV | FY26 close-out target | Gap (May + Jun) |
|---|---|---|---|
| Chanel | $1.77M | $2.1M | $330k (on pace) |
| Adam | £1.08M (A$2.09M) | £1.19M (A$2.3M) | £110k (Suffolk lost 14 May, focus shifts to OCS Morrisons trial) |
| Lachlan | $288k | $400k | $112k (PIP threshold; $343k pipe = needs 30%+ close) |
| Jess + Miles | $13k | $80k combined | $65k (probation month-4 milestone) |
| Quota carriers | $4.16M | $4.88M | $717k |
3 exits in flight free $560k. New hires plus Karl's $100k token base plus variable comp uplift add $655k. Y1 incremental cost +$95k (base case, Fed exits, Lachlan on PIP). At a $14M ARR base case (90% GM on software), gross-margin contribution covers the spend many times over from Q1.
| Y1 Cost Movement | $ |
|---|---|
| FREED (3 exits in-flight) | |
| Peter Scarlata (Head of Growth, probation) | −$300k |
| Mikayla (terminated Friday) | −$130k |
| Fed (NZ, conditional 1 July if 50% pipeline not landed) | −$130k |
| Lachlan (on PIP, not exit, $0 freed unless PIP fails) | $0 |
| Total freed (Y1, assuming Fed exits) | −$560k |
| ADDED (hires + variable comp) | |
| Inside Sales Specialist (junior, $75k base) | +$95k |
| Sales Manager ($200k base + commissions) | +$200k |
| RevOps (contractor 6-12 months) | +$150k |
| Customer Success expansion comp (variable) | +$100k |
| Karl token base salary ($100k, no commission, no existing salary today) | +$110k |
| NFP AE replacement (only if Lachlan PIP fails, Q1 FY28 contingent) | $0 (Y1) |
| Ecomm build (in-house, no cash) | $0 |
| Sales coach (not required) | $0 |
| Total added | +$655k |
| NET Y1 INCREMENTAL (Lachlan stays on PIP, Fed exits) | +$95k |
| Alternative: if Fed stays (lands pipeline) | +$225k |
| Alternative: if Lachlan PIP fails Q4, hire replacement Q1 FY28 | +$155k Y2 |
Figures are gross-margin contribution from new ARR (90% software margin), net of incremental sales/CS spend. Cash timing depends on customer payment terms; this view shows underlying P&L contribution.
| Quarter | Cumul. Cost | New ARR | GM @ 90% | Net GM Contribution |
|---|---|---|---|---|
| Q2 2026 (May-Jun) | +$20k | +$0.6M | $540k | +$520k |
| Q3 2026 (Jul-Sep) | +$45k | +$2.0M | $1.8M | +$1.76M |
| Q4 2026 (Oct-Dec) | +$70k | +$4.0M | $3.6M | +$3.53M |
| Q1 2027 (Jan-Mar) | +$85k | +$6.5M | $5.85M | +$5.77M |
| Q2 2027 (Apr-Jun) | +$85k | +$8.5M | $7.65M | +$7.57M |
| Hire | Y1 cost | Y1 ARR contribution | Payback |
|---|---|---|---|
| NFP AE replacement | $170k | $500k-1M | 4-6 months |
| Inside Sales Specialist | $95k | $300-500k | 3-4 months |
| Sales Manager | $200k | Team uplift (5-10%) | Year 1 |
| RevOps | $150k | Unlocks $2-3M leaking pipeline | ~1 month |
Honest read. Three risks if hit together drop FY27 to $10-11M ARR, still 1.6× growth.
This is the locked plan. The board needs to endorse the path and approve the modest investment. The rest is execution.
Below: the operating mechanics. Compensation grid, customer handoff timeline, worked customer journey, per-rep pipeline state. Reference material for the new Sales Manager and CFO, not core to the board narrative.
Every behaviour we want, long contracts, expansion, retention, outbound effort, is paid for. Every behaviour we don't want, lazy banks, refresh-comm leak, locked-out CSMs, is removed structurally.
Y2+ override = 0%. Multi-year commission paid 100% on customer Y1 payment. Reps hunt next deal, don't coast on past ones.
Multipliers up to 1.75× reward longer terms at signing. A $500k 5-year deal pays $30k more than 1-year-and-pray.
1.5× source weight on AE-sourced deals. Hunting pays $20k+ more per year than order-taking, by design.
5% on hardware only when NEW subscription attached. Refresh orders = 0%. Eliminates the Coles-refresh leak.
100% <90d / 50% <180d / pro-rata 12mo downgrades. Six-month escrow protects against early churn.
0-50% no comm / 80-100% full / >150% 1.5×, no ceiling. Top performers earn proportionally to performance.
| Role | Base | OTE | Y1 quota | Commission |
|---|---|---|---|---|
| Sales Manager (Aug 2026) | $200k | $340k | Team target | 1% override on team TCV |
| Senior Strategic AE (Chanel, Adam) | $130k | $240k | $1.4M Y1 TCV | 8% Y1 (no Y2+ override) |
| MM AE, green ramp (Miles, Jess, NFP) | $90-130k | $170k | $400-500k Y1 | 10% Y1, 25% ramp floor 6mo |
| MM AE, graduated | $90-130k | $200k | $700-900k Y1 | 10% Y1 + multipliers |
| Inside Sales Specialist (junior) | $75k | $95k | $400k Y1 | 8% on T0/T1 |
| Y1 commission rate | 8% Strategic / 10% MM / 8% Inside Sales |
| Y2+ override on renewals | 0%, no lazy bank |
| Multi-year multipliers | 2yr 1.10× · 3yr 1.25× · 4yr 1.50× · 5yr 1.75× |
| Source-weighted | Outbound 1.5× of inbound base rate |
| Hardware commission | 5%, only on orders with NEW subscription attached |
| Payment trigger | 100% paid when customer pays Y1 invoice |
| Land Window (AE owns expansion) | Months 0-24 post-close, no $ threshold |
| Steady State (months 25+) | CSM closes; AE re-enters >$50k uplift |
| Clawback | 100% <90d · 50% <180d · pro-rata 12mo · 6mo escrow |
| Tiered payout | 0-50% no comm · 50-80% half · 80-100% full · 100-150% 1.25× · >150% 1.5× · uncapped |
| Team-deal split | Deals >$250k with 2+ AEs = 60% originator / 40% closer-support |
| Commission cadence | Monthly base + quarterly accelerator true-ups |
| Green rep graduation trigger | ≥80% of full quota for 2 consecutive months → graduate to full rate |
| Role | Base | OTE | Variable structure |
|---|---|---|---|
| CS Lead + Strategic CSM (Emma) | $130k | $165k | $20k Top 10 retention bonus + 0.5% pod NRR override + mgmt premium |
| Commercial CSM (Carley + Dec hire) | $85k | $115k | 4% renewal / 8% uplift / 12% M2M→annual / 5% finder's fee |
| UK CSM (Emilia) | £65k | £85k | Same structure as Carley, UK book |
| Onboarding (Daniel) | $80k | $95k | $5-10k/qtr on TTV, training NPS, CSAT |
| Support Lead (Grant) | $95k | $115k | Quarterly bonuses on SLA, CSAT, FCR |
| CX Lead (Pete) | $200k | $260k | ELT scope; bonus tied to overall CX KPIs and NRR |
| Event | CSM earns |
|---|---|
| Flat renewal (no expansion) | 4% of renewed base ARR |
| Small expansion uplift (<$50k) | 8% on uplift only + 4% on base renewal |
| Material expansion (>$50k uplift), AE re-enters as closer | 2% retained on base + 5% finder's fee on uplift |
| M2M to annual conversion | 12% on the new annual ACV (1.5× bonus) |
| Expansion AE closes during Land Window (months 0-24) | 5% finder's fee to CSM |
| Top 10 account retains at 100%+ | $20k retention bonus to CS Lead |
| Gate | Threshold | Why |
|---|---|---|
| Gross Revenue Retention | ≥90% | Prevents revenue-chasing at expense of retention quality |
| Engagement | ≥80% response rate, ≥1 touchpoint per account per quarter | Prevents accounts going dark and becoming surprise churns |
| Y1 commission base | 10% × $40k = $4,000 |
| × Multi-year multiplier (3-yr) | × 1.25 = $5,000 |
| × Source weight (outbound) | × 1.5 = $6,250 |
| Paid when customer pays Y1 invoice | $6,250 |
Vs same deal annual with 2 renewals: rep earns $5,000 (×1.5 outbound). Multi-year delivers $1,250 more AND locks $80k of future revenue.
| Y1 commission base | 8% × $500k = $40,000 |
| × Multi-year multiplier (5-yr) | × 1.75 = $70,000 |
| × Source weight (outbound) | × 1.5 = $105,000 |
| Paid when customer pays Y1 invoice | $105,000 |
Vs 1-year contract: $60,000 (×1.5 outbound). 5-year locked delivers $45,000 more on the same deal, serious reason to push longer.
AE spends 9 months landing QLD Dept. Closes $10k Y1 ACV. Customer expands over 24 months. All expansions during Land Window close to AE (no $50k threshold).
| Month | Event | Uplift | Closer | AE earns |
|---|---|---|---|---|
| 0 | Initial close, 25 licences | $10.5k | AE | $1,575 |
| 6 | Second department joins | +$21k | AE (Land Window) | $3,150 |
| 12 | Different dept added | +$50k | AE (Land Window) | $7,500 |
| 18 | Statewide rollout | +$200k | AE (Land Window) | $30,000 |
| AE total over 24 months | $42,225 | |||
Plus CSM gets 5% finder's fee on each AE-closed expansion ($14,075 total over 24 months). Both rep and CS aligned to drive the land-and-expand cycle.
The CSM joins before the customer signs. The contract triggers an automated workflow. The first 30 days are choreographed. Industry data: smooth handoffs deliver 20-30% higher retention. Today this is informal at Duress. Going forward, it's the single biggest lever on NDR.
Who bought, why, how. Decision-maker map. Competitor compared. Deciding factor.
Devices selected, configurations, integrations, monitoring setup, SIM provider.
Go-live target, training plan, success criteria as customer defines them.
Pilot/expansion plan, renewal date, multi-year terms, expansion ACV target. The "plan the wedding".
Executive sponsor, operational champion, IT contact, finance contact, end-user lead.
Pete (Head of CX) owns retention + expansion = NRR. Sales Manager owns net new ARR. Both report to CEO as peer functions. This is the standard SaaS structure at $10-30M ARR (HubSpot, Atlassian, Zendesk).
CEO (Trav)
|
+------------------------+------+------+
| | | |
Sales Manager Emma Pete Karl (shareholder,
(Aug 2026) (Head of (Head of not salaried, Senior
| Success) Support) Strategic AE/whale role)
| | |
Chanel (Strategic AU) Daniel (CSM) Grant [no quota; named whale
+ Ting (Coordinator) Carley (CSM) Tara accounts only, landed
Adam (Head of UK) Dec 2026 hire Kirsty Coles, near AusPost]
+ Emilia (UK utility: (CSM)
Sales+CS+Support)
+ UK BDR (future)
Jessica (Health AE - on probation, was Peter hire)
Miles (Gov AE - on probation, was Peter hire)
Lachlan (NFP AE - on PIP)
Inside Sales Specialist
RevOps (contractor)
[Sales owns net new ARR | Emma owns NRR | Pete owns CSAT/SLA]
[3 peer commercial functions + Karl shareholder advisor reporting to CEO]
Emma (Head of Success) owns NRR as one number. Avoids the trap of Sales owning expansion and CS owning retention separately, nobody would own the combined outcome the board reports.
Adam (Head of UK) reports to Sales Manager. Emilia is his UK utility, does sales support, CS, and support for UK customers. UK BDR + future 2nd UK AE add under Adam.
Daniel, Carley (and Dec 2026 hire) are all CSMs, no role differentiation. Emma assigns books by tier/vertical. Same CSM owns each customer cradle-to-grave.
605 active customers with paid software subscriptions today (Wiise historical extract, 12 May 2026: Status=Active + Active Count > 0). 26,490 active licences across 1,378 contracts. CSM time concentrates on the 133 customers in T2 + T3 (89% of ARR). T1 + T0 (~472 customers) handled via Digital CS pool.
| CSM | Accounts | Tier mix | Vertical / region | ARR managed |
|---|---|---|---|---|
| Emma (Head of Success) | 20-25 | Top 11 + next 10-15 T3 strategic | All AU strategic | ~$3.5M |
| CSM (Daniel) | 50-70 | 5-10 T3 + 50-60 T2 | AU Healthcare + Government | ~$1.5M |
| CSM (Carley) | 50-70 | 5-10 T3 + 50-60 T2 | AU NFP + Retail | ~$1.5M |
| Dec 2026 CSM hire | 50-70 | Overflow / new segments | AU TBD | ~$1.5M (post-ramp) |
| Emilia (UK utility, under Adam) | 30-50 | All UK across tiers | UK (sales + CS + support utility) | $0.5-1M (as UK grows) |
| Digital CS pool (T0 + T1) | ~440 | SMB + mid-low | Automated; rotating CSM owns escalations | ~$700k |
Industry benchmark (Gainsight 2024 State of CS): Strategic CSM 15-30 accounts; Mid-Market CSM 50-100 accounts. Top performers keep books smaller, <50 mid-market accounts correlates with 120%+ NRR.
Deployments stall. Renewals surprise the company. Expansion conversations start 6 months too late. NDR stuck at ~99%. Industry data: rough handoffs lose 20-30% of retention upside (Gainsight, ChurnZero, HubSpot operating manuals).
First-value within 14 days. Expansion conversation booked at Day 30. Renewal motion triggered automatically at T-90. NDR moves from ~99% today to 120%+ target, the single biggest lever in the FY27 plan.
End-to-end walkthrough of how the model executes. Lead arrives Day 0, signs 3-year contract by Day 90, full deployment by Day 123, renews with expansion at Month 36. Total customer revenue 6 years: $258k. Total comp paid: $9,100 (3.5%, inside industry norm).
Form submission: "100 Falcons, Healthcare, 3-month timeline." Auto-routes to Jess (Health AE) via vertical rule. 30-min response SLA.
Pilot proposal locks expansion plan in HubSpot: success criteria, named buyer, projected $30k Y1 ACV, target full-rollout signing date. This single step prevents pilot stalls.
3-year, $30k Y1 ACV, $50k HW. Multi-year × Source weight = $6,250 commission. Assigned CSM joined pre-close call (Day 85) and owns the customer cradle-to-grave from Day 0.
| Phase | Days | Stage | Owner | What happens |
|---|---|---|---|---|
| Lead arrival | 0 | New Lead | Marketing → Jess | Form submission, auto-routing fires |
| Qualification + Discovery | 1-7 | Discovery | Jess | 30-min call, mandatory HubSpot fields, deal created |
| Demo + Technical fit | 8-21 | Demo + Technical | Jess + Huseyin SE | Demo, technical Q&A, customer asks for 20-device trial |
| Plan the Wedding | 22-35 | Pilot Proposal | Jess + customer | Pilot scope, success criteria, named buyer, expansion target locked in HubSpot. Daniel introduced. |
| Pilot Live | 36-65 | Pilot Live | Assigned CSM + support team + Jess | 20 devices shipped, training delivered (support team), weekly health check-ins by CSM |
| Main Contract Close | 66-90 | Commercial Close | Jess + assigned CSM (pre-close) | Proposal, procurement, signing. CSM joins Day 85. Handoff packet completed Day 89. |
| Internal Handoff | 90-91 | Closed-Won | Jess → assigned CSM | HubSpot fires workflow, single internal handoff call. Same CSM owns the customer cradle-to-grave. |
| Onboarding | 90-123 | Day 0-30 from close | Assigned CSM + support team | 100 devices ship, training, first-user-check-in by Day 14 |
| Onboarding → Steady State | Day 30 (Day 123 since lead) | Steady State begins | Same CSM continues | No CSM handoff. Onboarding wraps; ongoing relationship begins with the same person. |
| Steady State | Months 2-32 | Active customer | Assigned CSM + support team (escalation) | Quarterly QBRs, monthly health reviews, customer pays Y2 + Y3 |
| Renewal Trigger (T-90) | Month 33 | Renewal Identified | HubSpot auto → same CSM | HubSpot creates renewal opportunity automatically; routed to existing CSM |
| Renewal Negotiation | Month 33-35 | Negotiation | Same CSM | Customer wants +20 licences. Uplift $8.5k < $50k threshold = CSM owns close. |
| Renewal Close | Month 36 | Renewed (3-year) | Same CSM | 120 licences × 3-year. Customer pays $46k Y1. |
Calculation:
• 10% × $30k Y1 ACV = $3,000
• × 1.25 multi-year (3-year) = $3,750
• × 1.0 source weight (inbound) = $3,750
• + 5% × $50k hardware (NEW subscription attached) = $2,500
• Total = $6,250 paid when customer pays Y1 invoice
Calculation:
• 4% × $30k base renewal = $1,200
• + 8% × $8.5k uplift only = $680
• × 1.25 multi-year (new 3-year) = $2,350
• + 5% × $10k hardware on new devices = $500
• Total = $2,850. Jess earns $0 (outside Land Window, uplift below threshold). The CSM has owned the customer since Day 0, trust + context maximises retention.
| Item | $ |
|---|---|
| Y1-Y3 software (original 3-year contract) | $90,000 |
| Y1 hardware (one-off) | $50,000 |
| Y4-Y6 software (renewal 3-year contract, 120 licences) | $108,000 |
| Y4 hardware (20 new devices) | $10,000 |
| Total customer revenue (6 years) | $258,000 |
| Jess (AE) at close | -$6,250 |
| Carley (CSM) at renewal | -$2,850 |
| Total comp paid (lifetime) | $9,100 |
| Comp as % of customer revenue | 3.5% |
Industry benchmark: 4-7% lifetime sales+CS comp ratio (Bridge Group SaaS comp survey). This deal is well inside norms.
Per-rep ownership shows the real picture: concentration on Adam (UK), reassignment needs from exits, stale-deal cleanup. Pipeline isn't "unowned", it's lopsided and ageing.
| Owner | Role / Status | Deals | $ Open | Action |
|---|---|---|---|---|
| Adam Gergis | Head of UK, active | 53 | £7.0M (A$13.45M) | Becomes UK Country Lead; UK BDR hired beneath him; Emilia dotted-line |
| Fed Dronov | NZ, conditional exit 1 July | 81 | $3.75M | 50% pipeline conversion bar or reassign to AU |
| Chanel Kaczmarek | Strategic AU, active | 74 | $3.33M | Continue; Land Window protected |
| Jessica Lithoxoidis | Health MM AE, green ramp | 86 | $2.19M | Coach toward graduation (80% quota for 2 months) |
| Peter Scarlata | CCO, exiting | 43 | $1.19M | Mostly reseller misattribution + existing customer tags, minimal real reassignment value |
| Miles Jones | Gov MM AE, green ramp | 90 | $812k | Coach toward graduation |
| Karl Pagnin | Strategic AE / Mining vertical ($100k + equity) | 6 | $681k | Triage; close or transfer to AU AE |
| Lachlan Papley | NFP, exiting | 84 | $343k | Reassign to NFP AE replacement |
| Trav Heaven / others | Internal, mostly tagging errors | 12 | $77k | Cleanup |
| Mikayla Ribbera | Terminated Friday | 1 | $2k | Reassign immediately |
| Genuinely unassigned | No owner in HubSpot | 6 | $51k | Trivial, Inside Sales triages |
| Total open pipeline (post-Suffolk loss) | 536 | $25.85M | ||
Note: Suffolk County Council ($2M, Adam) closed-lost on 14 May 2026. Numbers reflect post-loss state.
Adam owns £7.0M (A$13.4M) of pipeline alone, 52% of all open. UK is materially under-resourced. Proposal: formalise Adam as Head of UK with a team beneath him. Highest-ROI hire is a UK BDR / Inside Sales rep (£40-50k / A$80-100k loaded) to qualify inbound and work the smaller end of Adam's book.
53 deals worth £7.0M (A$13.45M). 4 mega-deals = £5.96M / A$11.49M (85% of book). Adam can't work all of it. Smaller UK deals stall because his attention is on the whales.
Adam (Head of UK / Country Lead) reports to Sales Manager. UK BDR (hire Q1 FY27) handles sub-50-licence inbound, qualifies for Adam. Emilia (UK CSM) keeps dotted-line to Emma, solid-line to Adam for regional coordination. Future: 2nd UK AE when ARR justifies.
| Deal | $ Value | Stage | Age |
|---|---|---|---|
| UK Home Office | £3.37M (A$6.5M) | Contacted-Answered | 36 days |
| SecureLink ASDA | £1.14M (A$2.2M) | Contacted-Answered | 46 days |
| OCS - Morrisons Convenience | £1.09M (A$2.1M) | Negotiation/Follow-up | 24 days |
| OCS Morrisons Falcons | £943k (A$1.82M) | Negotiation/Follow-up | 196 days stale |
| Flintshire County Council Tender | £347k (A$670k) | Contacted-Answered | 30 days |
| Top 5 (post-Suffolk-loss) | £6.89M (A$13.3M) | , | , |
229 deals 90+ days inactive across the whole pipeline. Auto-close rule at 90 days unresponsive cleans most of this in week 1.
| Owner | Stale deals | $ stuck | Median age | Action |
|---|---|---|---|---|
| Chanel | 26 | $2.55M | 184d | Review with Chanel weekly, rescue or close |
| Jessica (green) | 47 | $2.19M | 112d | Coaching priority, too many stalls for a green rep |
| Fed (NZ exiting) | 36 | $2.03M | 192d | Reassigning to AU on exit; close losses |
| Adam (UK) | 7 | $1.82M | 196d | OCS Morrisons Falcons ($1.82M) is the one, rescue or close |
| Peter (exiting) | 27 | $1.16M | 183d | Reassign on exit; expect most close-lost |
| Karl (channel paused) | 4 | $681k | 328d | Long-dead; close-lost all |
| Miles (green) | 36 | $514k | 170d | Coaching priority, same as Jessica |
| Lachlan (exiting) | 36 | $175k | 207d | NFP AE replacement inherits live, close stale |
| Other (Trav, Mikayla) | 6 | $12k | , | Trivial, close |
| Total stale | 229 | $11.18M | , | , |
| Deal | $ | Age | Stage | Action |
|---|---|---|---|---|
| SA Health (CALHN) | $41k | 130d | Trial Confirmed | Real opportunity, Jessica (Health) takes |
| BTW Communications | $5k | 25d | Contacted-Answered | Inside Sales |
| Sunraysia Security | $5k | 121d | Negotiation | Inside Sales or close-lost |
| Gen West Family Violence | $0 | 134d | Contacted-No Answer | Close-lost |
| Zoom Recruitment | $0 | 269d | Contacted-Answered | Close-lost |
| Jhah (Mohammed Bazroun) | $0 | 2d | Unassigned | Fresh, Inside Sales triages |
43 open deals total, but the closed-won deals reveal the attribution problem: many were CEO-originated deals handed over, reseller deals (Simply Unified, ICT), or existing-customer admin tags (Coles, Silver Chain). Real reassignment value is much lower than $1.19M.
| Deal | $ | Age | Origin | New owner |
|---|---|---|---|---|
| ooh!media | $373k | 90d | CEO-originated, handed over | Back to CEO (Trav) |
| QLD Health North West Hospital | $314k | 184d | Existing-customer expansion off a standing agreement | Treat as expansion under existing relationship, not a new sale |
| RSPCA Queensland Tender | $129k | 170d | CEO-originated, handed over | Back to CEO (Trav) |
| Meriton Property Services | $126k | 183d | Existing customer | Chanel (retail/multi-site) |
| Orikan Parking Enforcement | $96k | 316d | CEO-originated, handed over | Back to CEO (Trav), likely close-lost (zombie age) |
Peter's case revealed deals are being created on the wrong owner across the pipeline. Reseller-origin deals (Simply Unified, ICT) tagged to Peter instead of Karl. Existing-customer expansion (Coles, Silver Chain) tagged to Peter instead of Chanel. This means per-rep pipeline attribution is unreliable, and the Land Window comp rule will be wrong without a fix.
HubSpot workflow on deal creation:
1. Existing customer in Land Window (≤24 months from first close) → auto-assign to original AE (Chanel for Coles, Silver Chain; Lachlan for Services Australia; Adam for UK Home Office etc.)
2. Existing customer outside Land Window → auto-assign to assigned CSM (Carley / Emma / Emilia by tier)
3. Reseller-origin contact (Simply Unified, ICT Group, etc.) → auto-assign to Karl (channel)
4. Genuinely new logo → standard ICP routing (Gov/Health/NFP/Retail)
Without this rule, Land Window comp won't work, Chanel's expansion deals could get tagged to someone else and she'd miss her commission.